Ivey Business School (Canada)
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CampusHash: Evolving Business Model of an Entrepreneurial Venture
Atul Arun Pathak; Saroj Kumar Pani; Anish AgarwalCase IVEY-9B19M098-EEntrepreneurship, StrategyIn January 2016, the three partners of CampusHash Technologies LLP (CampusHash), an Indian start-up focused on conducting software training programs, had to make some pressing strategic decisions. CampusHash’s revenues had not grown as expected and the paStarting at €8.20
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BharatAgri: Strategy of an Indian Agritech Startup
Aashish Argade; Atul Arun PathakCase IVEY-9B20M151-EEntrepreneurship, StrategyIn June 2019, the cofounders of BharatAgri, an Indian agritech (agricultural technology)-focused entrepreneurial venture, were reviewing their strategy. BharatAgri leveraged information technology to provide crop-management related advisory services to InStarting at €8.20
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Asahi India Glass Limited: Leverage, A Double-edged Sword
Sanjay Dhamija; David J. SharpCase IVEY-9B15N018-EEntrepreneurship, Finance, StrategyAsahi India Glass Limited faces a situation encountered by many growing companies after having funded its diversification from retained earnings and debt, both in rupees and foreign currency. An over-reliance on borrowed funds without a matching infusion of equity has plunged the company into losses. To reduce its need for financial leverage, the company has issued equity shares on a rights basis, which has helped but is insufficient to reduce it...Starting at €8.20
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Treks `n Rapids: Adventure Sports Tourism in India
Atul Arun Pathak; Sanjeev VarshneyCase IVEY-9B15M103-EEntrepreneurship, StrategyIn September 2014, the co-founder and director of Treks `n Rapids, a leading adventure sports tourism company in New Delhi, India, needs to re-evaluate the company strategy. The adventure sports tourism industry has tremendous potential for growth in India, largely due to the number of young professionals with disposable incomes and a desire for new experiences, and is witnessing increased demand from a variety of profitable customer segments, bo...Starting at €8.20
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Acer Incorporated: Core Management Principles
David J. Sharp; Lynette Chou; Hsien-Lian ChiuCase IVEY-9B10N034-EFinance, StrategyThe chief financial officer of Acer Incorporated has to decide how to manage the higher level of complexity of the company's exchange risk after their restructuring. This must be done in a way which is consistent with Acer's core principles, one of which is to find simple effective solutions to unavoidable business risks. The case addresses the technical issues of exposure measurement and hedging, the challenge of hedging expected, but not contra...Starting at €8.20
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Moonka Auto: Recruiting Salespeople
Atul Arun Pathak; Gyanesh MishraCase IVEY-9B16A033-EEntrepreneurship, Marketing, StrategyIn April 2016, the owner of Moonka Automobile, a two-wheeled vehicle dealership for Honda Motor Company Ltd., was facing some difficult decisions regarding recruitment for Moonka Automobile’s new branch in Jamshedpur, India. The owner wanted to improve the process for recruiting salespersons for this second branch. In addition to the constraints of a tight budget, limited managerial time and availability, and the need to complete the recruitment ...Starting at €8.20
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Essar Energy: Indian GAAP, U.S. GAAP or IFRS (B)
David J. Sharp; Sudershan Kuntluru; Paritosh Basu; Sanjay ChauhanCase IVEY-9B13B015-EAccounting and Control, StrategyThis is a supplement to 9B13B014.Starting at €5.74
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Yogurt Mamas: Probiotics in Tanzania
Oana Branzei; David J. Sharp; Jessica Kelly; Osama SiddiquiCase IVEY-9B09M051-EEntrepreneurship, Marketing, StrategyThis case illustrates a grassroots enterprise's path to self-sufficiency in a subsistence market context. It explores the gradual evolution of a business model with strong social mandates (pro-health, pro-women) and asks which growth options best marry profitability and positive social change. The Mwanza, Tanzania-based Yogurt Mamas emerge as entrepreneurial role models in their communities, with funds from Western donors and an exciting new tech...Starting at €8.20
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Fortune Motors (Taiwan): Implementing Strategy Change Using the Balanced Scorecard (A)
David J. Sharp; Anne WuCase IVEY-9B08M060-EAccounting and Control, StrategyThe chief executive officer (CEO) of Fortune Motors, the largest Mitsubishi dealership in Taiwan, has to consider his vision for the survival of the company. Fortune Motors' sales in 2003 had fallen below 50,000 units for the first time in 10 years, and market share had been falling for several years. The CEO had a plan to enter the business of financing used-car purchases. He thought that the balanced scorecard would be a useful tool to help him...Starting at €8.20
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Revenue Recognition for a Services Contract
Pratibha Wasan; David J. SharpCase IVEY-9B15B005-EAccounting and Control, StrategyOn November 25, 2012, the head of Revenue Recognition at ESol Limited (ESol) India was preparing for a meeting with the company’s sales team at the head office in Bangalore. ESol Limited was a large, U.S.-based multinational information technology corporation, which had moved into India in 2000. Since then, its management had insisted on the need for close monitoring of accounting procedures in strict adherence to Generally Accepted Accounting Pr...Starting at €8.20